{"id":2336,"date":"2013-11-22T11:00:46","date_gmt":"2013-11-22T11:00:46","guid":{"rendered":"http:\/\/blogs.kent.ac.uk\/change-academy\/?p=2336"},"modified":"2014-04-28T15:11:37","modified_gmt":"2014-04-28T14:11:37","slug":"initiating-change-and-making-it-happen","status":"publish","type":"post","link":"https:\/\/blogs.kent.ac.uk\/change-academy\/2013\/11\/22\/initiating-change-and-making-it-happen\/","title":{"rendered":"Initiating Change…and making it happen"},"content":{"rendered":"
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Change can be a threatening experience for people<\/figcaption><\/figure>\n

The autumn brings a cycle of change; in temperate zones it is a shifting of the seasons when people traditionally reset themselves for the challenges of the coming year after the pleasures and abundances of the summer.The harvest is securely stored, now the ground must be prepared for the next year’s crops.<\/p>\n

In organizations it is a milestone which sets off a new sales season, a refreshed programme of activity, a new intake of students, or\u00a0 preparations for a new budget.<\/p>\n

It is a good time to have\u00a0 mental ‘re-fresh’ to consider what ‘CHANGE is all about.<\/p>\n

Peter Senge (1990) suggests a number of principles in initiating change:<\/p>\n

(i) there must be a compelling case for change;<\/p>\n

(ii) there must be time to change;<\/p>\n

(iii) help must be provided during the change process<\/p>\n

(iv) there is a need to keep an eye open to new barriers after initial roadblocks have been removed.<\/p>\n

When we make change happen, we need to recognise that, as carefully as we might plan it, we must be poised to learn and adapt to outcomes<\/strong><\/em>. Even if plans are thorough, they will always be based to some degree upon assumption – and those same assumptions and expectations might change as we gain more knowledge<\/a> when we put things into action on the ground.<\/p>\n

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